Nursery Chains: Careers - In progress

CASE STUDY 1: PRE-SCHOOL LEARNING ALLIANCE

Early years organisation the Pre-school Learning Alliance owns and manages 119 nurseries.

‘Nine years ago I was a mum who worked in a shop. Now I’m managing an 84-place nursery. If I wasn’t working for a big chain, I wouldn’t have risen so quickly.

‘When my children started school I was looking for a career to fit in around school hours. I joined the Pre-school Learning Alliance as a volunteer lunchtime assistant in 2007. Previously I’d managed a petrol station for ten years, then worked in supermarkets. I didn’t expect to enjoy childcare so much.

‘I moved up to become a nursery assistant, then term-time-only nursery worker, full-time senior of the pre-school room in 2010, deputy in 2012 and manager in 2014. Along the way, the Alliance supported me to complete childcare qualifications.

‘I wouldn’t have had these opportunities in a small, independent setting. Doors opened for me as other staff moved on through the company. Being surrounded by a large team of people who had worked for years in the same organisation also helped me develop confidence, experience and knowledge.

‘Childcare has changed since I started in the industry, and every day new challenges arise. But being in a large chain is reassuring, because I have people to turn to. I know I’m not at the top of the ladder and there are people above me I can go to if I need support.

‘I still feel like there’s roomfor improvement, and once my children have got older, I may move up to another, higher position.’

CASE STUDY 2: KIDDI CARU

Kiddi Caru owns and manages 21 settings.

‘People often say you’ll get lost in a big company – that they are not as homely or friendly as smaller settings. But I moved from a small, independent nursery to Kiddi Caru because I wanted to work my way up through the ranks.

‘I began my childcare career as an apprentice in 1998. I studied to gain Level 4 qualifications and moved to a small nursery with quite a bad Ofsted grade. I left when the position of third in charge was advertised at Kiddi Caru.

‘Working for a large chain makes you knuckle down and learn the policies and the way the company wants you to operate. If you’re willing to work hard, a corporate offers many opportunities. For example, the company is good at spotting where training is lacking or local-authority-offered training is repetitive.

‘It has the finances to invest, whereas the small nursery I worked at previously could only take up free training opportunities. At Kiddi Caru, if I’m expected to deliver yoga, sing and sign, or French, the chain pays for that training.

‘Another benefit of being in a large chain is bosses will make use of your strengths. They know I’m good at covering other nurseries, so recently I’ve been supporting other settings in the group going through management changes. This has helped me develop my skills.

‘Working for a chain means you can learn from many different colleagues’ experiences. My setting is one of 21 in the group, so I often ring another nursery in the South West region with a concern and ask them what they would do. We problem-solve together.

‘In my experience, salary levels are also higher when you work in a chain.

‘My end goal is to become a regional manager where I can support many nurseries. I felt a corporate nursery was the company that could do that for me, and I’ve found that to be true.’

CASE STUDY 3: HAPPY DAYS

Happy Days runs 16 nurseries in the South West.

‘I joined Happy Days as a nursery nurse in 1993 when it had just one setting. It was always my ambition to own a nursery and manage it, but I didn’t really have a game plan. As Happy Days wasn’t a chain at the time, I didn’t choose to work for a group provider. But the company and I grew together, and as a result my role never stagnated and opportunities kept coming.

‘Over my career I have moved positions from nursery nurse to room supervisor, to deputy manager and then co-nursery manager. When the company won some investment money, I supported the then directors to open new settings. I became operational manager and we grew to 18 settings.

‘At that time, I line-managed nine nurseries in Cornwall. When we grew further, and wanted to open nurseries outside the area, I became operational development manager. I now support the development director in researching and selecting sites, and rolling out and delivering new nurseries.

‘Having worked throughout the organisation, I have a thorough understanding of the responsibilities of all people below me. Staying with a company means it’s part of your DNA.

‘I know Happy Days inside out, and when I’m recruiting or supporting staff, I can speak about the organisation with real knowledge. I can talk first-hand about the career progression opportunities we offer.

‘When you stay in a chain for a long time, it’s important to accept change. If you want to be ahead of the game and ensure you’re offering the best for the children, you have to adapt.

‘Eight years ago, our managing director Jackie Arthur joined the company. Our ethos and philosophy has changed since then, and how we operate our settings is different now. But I understand the reasons for change and can articulate them to parents.

‘At first I missed having daily contact with children when I moved into a management role. But now I love running open events, engaging parents, and being able to talk about Happy Days.’

CASE STUDY 4: THE CHILDBASE PARTNERSHIP

The Childbase Partnership operates 44 nurseries.

‘Aged 18, I took up an apprenticeship at Childbase Partnership. Nineteen years later, I’m still here. I now see my colleagues as my family, and it’s those relationships that have helped me make the most of career opportunities.

‘To rise to my current positions, I worked as a nursery assistant, room leader, team leader, a joint deputy manager, then joint manager. Six months after I had become sole manager of Highbury Lodge in 2009, it gained an Outstanding inspection. It was a real career highlight for me, and made me realise the organisation’s belief in my abilities had helped me succeed.

‘Working for a chain meant I was offered internal and external training opportunities. For example, a British Standards Institute accreditation enabled me to focus on compliance and quality in all our nurseries as a regional rep. The group’s internal culture and leadership programme, as well as an external NVQ Level 3 and 4 in management, prepared me for subsequent leadership roles. And as a qualified assessor since 2006, I can set and assess practitioners’ work in their NVQ studies.

‘Being part of a group has allowed me to move into different settings and learn new skills. I have provided maternity cover for colleagues in management teams, and been seconded to nurseries as part of a programme designed to support best practice. However, the group has also understood my need to work flexibly and decide where and when I work around my own childcare obligations. I was allowed to work reduced hours at nursery secondments to compensate for time away from my family.

‘Larger chains also offer other opportunities. For example, I have travelled to Madrid and Copenhagen as part of research projects, and attended conferences in Spain.

‘I have been headhunted by other companies twice while working at Childbase Partnership, but I believe staying here is where I’ll have the best opportunities for the future. My achievements are not a list on a CV – it’s my colleagues who really know what I can do.’